CLAFS Board Meeting, 19 FEB 26

 

Meeting Summary

 

The board meeting centered on a comprehensive review and approval of the annual budget, which passed with a total allocation of $82,000. This budget includes a 1% salary increase for staff and covers a range of operational expenses. The board evaluated potential property acquisitions, specifically a $298,000 site near Highway 2 and a $169,000 property on Wejak Road, though the latter’s remote location prompted concerns. Beth recommended expanding the service model to establish a family center and introduce broader programming beyond the current food shelf operations. Joyce and Tyrone proposed implementing a donation tracking system and a formal thank-you card process for external donors. The board also considered pursuing a $12 million grant from the Minnesota Pollution Control Agency for food waste prevention initiatives, noting that a 20% matching requirement would need to be factored into the funding strategy.

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Budget and Building Fundraising

The board reviewed the upcoming year's budget, which incorporates a 1% salary increase for staff and is projected to remain within an $80,000 limit, with the possibility of additional funding through Vera’s initiatives. Tyrone underscored the importance of securing building funding, recommending a minimum offer of $75,000, and noted that Joyce and Beth had previously evaluated potential properties. The board agreed to prioritize securing funding for a building, either by leveraging existing offers or pursuing new opportunities.

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Food Project Land Acquisition Discussion

The board evaluated potential land acquisitions for a food-related initiative. Joyce identified a 32-acre property near Highway 2 listed at $298,000, while Tyrone referenced a less expensive option that is no longer available. Beth expressed interest in acquiring land to support sustainability and food production efforts, and Tyrone stressed the necessity of precise data to substantiate funding requests. The board agreed to further assess their needs and funding requirements before proceeding with any land purchase.

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Tracking System and Staffing Strategies

The board discussed the necessity of optimizing the tracking system designed to monitor organizational growth and supply data to funding sources. Beth underscored the importance of cross-training staff to ensure operational continuity in the event of absences or retirements. Tyrone presented considerations for a potential housing project, including land options and the need to substantiate the project’s costs and anticipated impact. The conversation also addressed concerns regarding the number of individuals served and the likelihood of increased demand resulting from recent funding cuts.

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Nonprofit Business Model Expansion

Beth proposed broadening the nonprofit’s business model to incorporate a family-centered services facility offering multiple functions, including food storage, clothing distribution, and emergency preparedness. She highlighted the necessity of developing a comprehensive business plan and recommended hiring an executive director to oversee operations and development. Tyrone concurred on the importance of securing funding for this initiative and requested Beth and Vera collaborate on a grant proposal.

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Grant Proposal for Food Upcycling

Beth and Tyrone discussed a potential grant opportunity centered on upcycling food waste and expanding organizational services. They explored initiatives such as converting casino food waste into animal feed and establishing a family center offering a range of social services. Beth stressed the necessity of expansion to address rising demand resulting from reductions in other community services. Tyrone recommended reviewing their website to identify additional services that could be incorporated into the grant proposal. They agreed to proceed with the application, targeting a higher funding amount, and emphasized the importance of thorough documentation and strategic planning.

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Food Waste Reduction Grant Strategy

The board discussed a grant opportunity centered on food waste reduction. Beth emphasized the importance of developing a comprehensive plan capable of leveraging substantial funding, while Joyce noted the requirement for a 20% match. The board considered the feasibility of converting casino food waste into animal feed, with Beth referencing ongoing efforts to donate produce to local farmers. The team agreed to thoroughly assess the grant’s requirements and formulate a strategic approach, although concerns were raised regarding the financial burden of a $300,000 grant, prompting consideration of more modest alternatives.

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Property Investment and Land Options

The board reviewed a property listed at $169,000, which Joyce noted had significantly decreased from its previous price of $200,000. Beth indicated that the property, now vacant following Mrs. Swenson’s passing, is situated near the highway and features a 300 by 140-foot lot. Tyrone recommended evaluating the land located on the opposite side of the road. Beth suggested considering a smaller parcel with a customizable modular shell, which would likely be more cost-effective than acquiring a pre-built property requiring extensive modifications.

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Annual Budget and Property Plans

The board approved the annual budget, which allocates $83,809.89 for operations and designates additional funding for equipment repairs and maintenance. Joyce will oversee budget management and donation tracking, while Beth will pursue potential property opportunities, including a 5-acre site near Cass Lake and a possible lease from Rick Holland. The board also addressed the need for improved equipment inventory management and agreed to begin collecting data on the number of individuals utilizing the food shelf.

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Next steps

• Beth: Coordinate with Vera to schedule a development meeting focused on the Minnesota Pollution Control Agency’s Prevention of Waste Food and Food Rescue Grant. Collaborate to develop a comprehensive business plan and expansion proposal for submission by April 28.

• Beth: Assess the feasibility of leasing or utilizing space at the property managed by Rick Holland (animal program), including consulting with tribal regulatory contacts regarding availability and suitability for food shelf operations.

• Beth and Vera: Review the grant requirements, clarify ambiguous terms (e.g., “upcycling wasted food to create new edible products for human consumption”), and develop a proposal aligned with organizational objectives and grant criteria.

• Beth, Ann, and Lynn: Initiate planning for the March food drive—gather and share ideas via text or thread, and coordinate with the school to solicit input.

• Joyce: Contact realtor Doug Hoover to inquire about acquiring a smaller parcel (e.g., 5 acres) of the 32-acre property near Orton’s/Lutheran Church, including investigating potential easements or partial sales.

• Joyce: Procure postcards and stamps to initiate the distribution of thank-you notes for external donations, and coordinate with Linda to ensure all donation acknowledgments (both on-site and external) are completed.

• Joyce: Obtain January client data from Nita and continue tracking monthly client statistics in a spreadsheet for grant and reporting purposes.

• Joyce: Meet with Beth in Cass Lake to provide her with the organizational debit card.

• Tyrone: Contact the appropriate individual to arrange training for all board members on the client tracking system.

• Tyrone: Distribute recruitment emails and take steps to secure additional board members to support organizational operations.